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Microsoft Dynamics CRM: Much More Than Meets the Eye - Part 2
Part 1 of this blog series discussed the current upbeat state of affairs of Microsoft Dynamics CRM, as one of the three best-performing products within the

s part 19  Dynamics CRM: Much More Than Meets the Eye - Part 2 Part 1 of this blog series  discussed the current upbeat state of affairs of  Microsoft Dynamics CRM , as one of the three best-performing products within the entire Microsoft Corporation of late. In a nutshell, during 2009 the product grew significantly and surpassed its one millionth user. Microsoft’s  customer relationship management (CRM)  offering has become attractive to companies of all sizes, in part because it offers multiple Read More

Discrete Manufacturing (ERP)
The simplified definition of enterprise resource planning (ERP) software is a set of applications that automate finance and human resources departments and help manufacturers handle jobs such as or...
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Documents related to » s part 19



High-tech and electronics, chemical, and oil and gas industries each have their fair share of regulatory requirements to meet, and an increasing number include

s part 19  as an essential enterprise solution. Part Five of the series Thou Shalt Comply (and More), or Else Read More
Sales and Operations Planning Part Three: Game Plan Guidelines
Effective game plans lead to improved firm performance and bottom line results. Metrics include reductions in stock-outs, delivery lead-time, missed shipments

s part 19  and Operations Planning Part Three: Game Plan Guidelines Sales and Operations Planning Part Three: Game Plan Guidelines Featured Author - Dr. Scott Hamilton - December 13, 2003 Guidelines Concerning S&OP Game Plans Effective game plans lead to improved firm performance and bottom line results. Metrics include reductions in stock-outs, delivery lead-time, missed shipments, partial shipments, expediting efforts, and improvements in customer service. The lack of effective game plans is typically cited Read More
Agresso + CODA, VITA + Link (+ CODA 2go): What's the Sum? (Part 1)
Over the last few years I have produced a number of articles and blog entries on two once-independent and occasionally competing products: Agresso Business

s part 19  (similar to Lawson Software' s strategy with the Lawson M3  and Lawson S3  product lines). Alternatively, would there be a full product suite convergence (similar to Oracle 's still coming Fusion Applications  or the erstwhile ill-fated and abandoned Microsoft Project Green strategy )? Well, the recent analyst tour and briefing that Agresso held in Boston on April Fool’s day (April 1, 2009) finally explained and clarified the go-forward strategy for both product lines. The company has made the Read More
Linking S&OP and CPFR (For Retailers' and Manufacturers' Sakes): An Executive Panel Discussion
My recent blog series on the JDA FOCUS 2010 user conference focused primarily on JDA Software’s strategy and product roadmap on the heels of its recent

s part 19  an executive panel on  sales and operations planning (S&OP)  as part of an S&OP track,  given both JDA and i2’s prominence in that field. In addition to its forays into pricing optimization , JDA has demonstrated significant advances in this important area, with both JDA and i2 having strong S&OP and  integrated business planning (IBP)  solutions that can be plugged into existing transactional and operational planning systems. JDA is continuing its partnership with the Oliver Wight consultancy in Read More
Lean Manufacturing: Part 1
With all the discussion, books, Web sites, and other materials on the topic of lean manufacturing, it's hard to know which resources are credible@much less

s part 19  the discussion, books, Web sites, and other materials on the topic of lean manufacturing, it's hard to know which resources are credible—much less understand the mounds of information. The first part of this series breaks down the definition of lean manufacturing into easy-to-digest concepts and shares the real-life example of a supplier of remanufactured solvents that is working toward the goal of lean. Get tips on how to determine what you need in your production operation and why. Read More
Will 2013 Be IBS’ Comeback Year? Part 2
In part 1 of this series, we took a look at IBS, some of the challenges the company was facing, and its software offerings for the business community. To

s part 19  2013 Be IBS’ Comeback Year? Part 2 In part 1 of this series, we took a look at IBS , some of the challenges the company was facing, and its software offerings for the business community. To discuss the aforementioned issues (see part 1 ) and IBS’ ongoing turnaround, we recently spoke to Doug Braun, the chief executive officer (CEO) of IBS. As CEO, Mr. Braun is responsible for translating business needs into products that solve customer supply chain problems. TEC: How would you describe IBS’s Read More
Dreamforce 2010: Of Cloud Proliferation - Part 2
Part 1 of this blog series talked about my attendance of Dreamforce 2010, salesforce.com’s annual user conference, which has over the past several years become

s part 19  2 Part 1 of this blog series  talked about my attendance of Dreamforce 2010 , salesforce.com ’s annual user conference, which has over the past several years become a highly anticipated and entertaining end-of-the-year fixture for enterprise applications market observers. My post concluded that while Dreamforce 2009 was mostly about continued growth of the  cloud computing  trailblazer and unveiling of Salesforce Chatter , the company’s nascent social platform and collaboration cloud (as duly Read More
Facing A Selection? Try A Knowledge-Based Matchmaker Part 3: Comparing Three ERP Vendors
This part illustrates how selecting the right ERP product depends on each client's requirements. Epicor, QAD, and Ramco Systems' rank can change with different

s part 19  2 - Presents a Solution Part 3 - Presents examples of applying the Solution Part 4 - Makes User Recommendations Epicor An appropriate client for Epicor would have the following priorities: Figure 1: The rank and weighted average of the vendors given these priorities is as follows: Figure 2: Rank Vendor Weighted average 1 Epicor   79.70 2 Ramco Systems   77.92 3 QAD  67.46 Note the differences the priorities between Figure 5 in Part 2 and Figure 1 (above) and the impact that has on the results in Read More
Nothing Succeeds Like Success(Factors) - Part 3
Part 1 of this series introduced SuccessFactors, a public provider of software as a service (SaaS) talent management solutions. The article first analyzed the

s part 19  Succeeds Like Success(Factors) - Part 3 Part 1 of this series introduced SuccessFactors , a public provider of  software as a service (SaaS)   talent management  solutions. The article first analyzed the vendor’s evolution from its traditional People Performance realm to the seemingly more opportune Business Execution (BizX) province. Then the article talked about SuccessFactors’ diverse product editions (tailored to satisfy companies of all sizes) and detailed the two core modules of the Read More
To SaaS or Not, Is That a Question? - SaaSy Discussions (Part IIb)
The first part (Part II) of this blog series described the opportunities for software as a service (SaaS) or on-demand applications, especially in the current

s part 19  SAS 70 Level II, Systrust, etc. Each part of the system must be audited and these audits can cast to the amount of US$100.000 and higher . Thus, multiple components in any architecture will lead to higher compliance costs, but that’s another blog topic. Forget Not About the “SaaS Plumbing” Thingies, Either! But even solving these multiple pieces of the architectural puzzle is only the beginning, since one also must include many SaaS-specific “must have” pieces of functionality, such as a Read More
The Wizardry of Business Process Management: Part 5
Part 1 of this blog series started a lengthy discussion about the value proposition and parts-and-parcels of business process management (BPM), with an ensuing

s part 19  of the leading BPM suite providers.  Part 2 ,  Part 3 , and  Part 4  then analyzed in depth a number of the vendor’s “BPM secret sauce” ingredients. Pega is one of the leading vendors in the overall BPM software market (it has been automating  business processes  for more than 25 years), and it has a strong presence in the financial services, insurance, and health care markets. The vendor has been most successful competing for customers whose businesses are characterized by a high degree of Read More
Evolving Business Application Preferences, Part 1: Best-of-breed or Suite?
Do executives prefer to purchase business applications as part of an integrated suite or as part of a best-of-breed approach? Are there differences by software

s part 19  part of an integrated suite or as part of a best-of-breed approach? Are there differences by software category? By region? By company size? How have these preferences changed over time? What are the implications for users and vendors of business applications? Get the answers to these and other questions in this Strategic Perspective from Saugatuck Technology. Read More
SAP Keeps Traction On Some Tires Of Its Omni-Wheel-Drive Part 1
Although SAP’s recently announced tamed results for Q1 2002, which fit within the current market milieu, may add to some challenges moving forward, particularly

s part 19  of recent news from SAP. Part Two will continue to discuss the Market Impact and make User Recommendations. Read More

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